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Johnson Controls International Plc: Managing Strategic Accounts
內容大綱
The chief commercial officer of Johnson Controls International, a multinational manufacturer and marketer of security systems, was noticing a change in the buying behaviour of one of its premier customers. As one of the company’s designated strategic accounts, this customer was entitled to multi-level collaborative support. Of late, the customer had been taking a “bid-and-buy” approach to its purchases, ignoring the standards agreed to in the strategic agreement with Johnson Controls International. It also sought a scaled-down version of a security system, and this ran contrary to the original strategic account agreement. The chief commercial officer was examining the way forward with the customer. Should he demote it from the strategic account status to a regular sales account, despite the risks involved in doing so?
學習目標
This case is suitable for undergraduate- and graduate-level courses on sales leadership or organizational buying behaviour. It can also be used in a sales management module of a business-to-business marketing course. After working through the case and assignment questions, students will be able to<ul><li>understand the situations that set the stage for a successful key account relationship;</li><li>understand the difference between large, high-revenue customer accounts and strategic relationship accounts;</li><li>understand the nature, complexity, and cost of managing key customer accounts;</li><li>examine how centralized versus decentralized customer decision-making affects a successful strategic relationship; and</li><li>examine the influence of champions within the customer’s organization.</li></ul>